digital reality - atkinsexplore.atkinsglobal.com/digitalreality/downloads/atkins_digital...business...
TRANSCRIPT
Digital RealityHow physical infrastructure is evolving in a world of data
Contents04Executive summary
05Foreword
06Research overview
09Business transformation
12Pace of change in technology
16Technologies in play
18Extracting value from assets
20People and skills gap
24Intelligent use of big data
27Resilience and security
30Conclusion
31Report contributors
Dig
ital
Rea
lity
3
Exec
utiv
e su
mm
ary We live in an increasingly digital world.
Rapid advances in technology are disrupting
established ways of doing business.
Problems that were once solved by simply
building something new are increasingly
being tackled digitally or by applying
technology to existing physical assets.
As a world leader in infrastructure
projects, Atkins has been at the forefront
of integrating digital technology into
physical assets. Using our experiences and
seeking the insight and opinion of leading
infrastructure figures through telephone
interviews, we have created this report to
explore the opportunities and challenges
created by the digital revolution.
Our research results highlighted that
industry leaders are resoundingly optimistic
about the opportunities presented by the
convergence of the physical and digital
worlds.
Digital Reality explores this optimism,
using observations from the research to
consider how digital advancement in the
workplace is changing business operations.
Innovations introduce disruption, and
businesses therefore need to evolve to
capitalise upon this new technology and
its promised efficiencies. They also need
to develop a greater understanding of
the status of their assets and adopt new
business models to meet rapidly changing
market demands. Implementing cultural
and behavioural change will be key to
convincing staff to embrace more agile
working habits.
The report looks at how the pace of
change can be bewilderingly fast, as the
bond between humans and machines grows
closer. Organisations need to consider not
only how new technologies integrate with
existing infrastructure, but also how people
interact with them. Automation, digital
twins and additive manufacturing all offer
a range of efficiencies and advantages.
However, thought needs to be given to
the software and hardware required to
support these disruptive innovations, such
as the huge servers or Wi-Fi connectivity
needed to run hundreds and thousands of
connected and autonomous vehicles.
Big data and analytics, artificial
intelligence and the Internet of Things are
identified as the top three digital disruptors,
while the top technologies currently in use
by infrastructure organisations include 3D
printing, autonomous vehicles, drones/
UAVs, artificial intelligence and robotics.
While investment is being made available to
embrace these new technologies, 60% of
our industry figures revealed that it will take
them over two years to become digitally
enabled.
We also examine the difficulties
companies are facing to keep up,
particularly in ensuring that their staff have
the right skills. Organisations must review
their staffing strategies and look at which
skillsets, systems and attitudes are required,
the cultural changes that must be adopted,
and whether they need more or fewer
people. In the face of a widening skills gap,
businesses must consider whether to recruit
new staff, or cross-skill existing employees.
Big data represents both an opportunity
and a challenge. While more and more
data is generated by a growing number of
devices and assets with in-built sensors,
many businesses still do not know what
to do with it, or how to extract value
from it. Infrastructure organisations that
do so are able to make more informed,
strategic decisions. They possess a real-time
awareness of the status of their assets, can
predict how those assets will behave, and
know how and when to repair them. In fact,
Digital Asset Management of any critical
infrastructure can lead to savings of up to
30% in maintenance and operation costs.
But it is key that an organisation’s
assets are as secure as they are efficient.
Infrastructure organisations face
unique challenges when it comes to the
introduction of digital innovations, thanks
to the prevalence of legacy assets that
often have a lifespan of decades. Much of
this infrastructure is also safety-critical and
it is paramount that it remains resilient to
new vulnerabilities created by the increased
interconnectivity of systems. This is
particularly relevant given the introduction
of the General Data Protection Regulation,
the Network and Information Systems
Directive, and other pieces of legislation
around the world forcing organisations to
comply or face fines for failing to secure
customers’ personal data or protect critical
national infrastructure systems from cyber
attack or digital disruption. Wherever
possible, it is key to include security in the
design, but that security must also continue
to evolve to meet a rapidly changing threat.
The report concludes that by looking
at business transformation, the pace of
technological change, people and skills, the
intelligent use of big data, and resilience
and security, organisations will be well
placed to embrace the opportunities of the
Fourth Industrial Revolution and successfully
grow alongside it.
Dig
ital
Rea
lity
4
Fore
wor
d
The new digital reality
Over the last half-century, the world has
been transformed by a digital revolution.
The journey from the first computer chip
to the Internet of Things, virtual reality
and artificial intelligence has happened
astonishingly quickly, and is leading to the
convergence of the physical and digital
worlds.
In a 2015 New York Times interview to
celebrate the 50th anniversary of Moore’s
Law – the extremely accurate prediction by
Gordon Moore, co-founder of Intel, that
the amount of processing power on a single
computing chip would double every 18
months to two years – the writer Thomas
Friedman explained what that meant. Intel
calculated how a 1971 VW Beetle would
have changed if it had improved at the
same rate as microchips did under Moore’s
Law: the car would be able to travel at
300,000 miles per hour and run for two
million miles per gallon of fuel, at a cost of
just four cents.
The rapid pace of improvement has
meant that developments that were simply
unthinkable five years ago – offshore wind
power cheaper than nuclear or gas, or
thousands of driverless cars being tested
on roads across America – are not just
feasible but here, and well on the road to
commercialisation.
Technology is not just creating new capabilities and massive improvements in performance; it’s also upending traditional business models and value chains.
As an example, many millennials
no longer consider purchasing a car,
but prefer to use Uber or technology-
enabled car-sharing services like Car2Go,
a subsidiary of iconic auto manufacturer
Daimler. This change affects not only auto
manufacturing, but also auto insurance,
and auto mechanics, by consolidating the
purchase of these previously independent
elements and offering them as a combined
on-demand service.
The built environment and its
infrastructure is not immune to this
trend, and digital technologies – Building
Information Modelling (BIM) and
digital twins to machine learning and
artificial intelligence – create enormous
opportunities to improve and consolidate
the design, planning, construction,
operation and maintenance of physical
assets. However, the new digital landscape
is also marked by new risks such as data
privacy, data integrity and cyber-attacks.
This report looks at some of the key
issues that the new digital reality creates;
how it is changing the way businesses
operate; how to keep up with the rapid
pace of technological change; what new
skills are needed to enable organisations to
make the most of digital opportunities; how
to get the most out of big data, and how
to ensure that your assets remain resilient
and secure.
The convergence of our digital and
physical worlds is not futuristic: it’s
here now. Considering the implications
and opportunities that this digital
transformation offers is vital to set us on
the right course for a prosperous
and sustainable future.
Phil Gruber,Global Leader for Digital Asset Management, Atkins
Dig
ital
Rea
lity
5
As part of this report, Atkins carried out
a survey of key industry figures, gauging
their reactions to the impact of the digital
revolution on their businesses.
There was an overwhelmingly optimistic
reaction to digitalisation, with 97% of
respondents saying that they thought it
was inherently a positive development for
their industry.
Most respondents thought they were
reasonably well prepared for digitalisation,
with 63% saying their organisation had only
a small skills gap in this area, and 13% saying
the gap was extremely small. Just 16% said
the skills gap was large or extremely large,
although a further 6% were unsure.
However, among those with concerns
was Charles Ndungu of Triad Architects, who
said that one of the biggest challenges was
ensuring that employees had the necessary
Digital revolution survey
skills to effectively use new technologies and
software. “A lot of new technologies and
software are coming up and staff skills have
to keep up with these, so we have to invest a
lot in training,” Ndungu said.
This is compounded by a wide concern
about the pace of change and the dangers
of keeping up or betting on the wrong type
of technology. Paul Hide of TechUK said
that his organisation’s biggest worry was
making the right decisions, on the right
digital technologies. He said, “There is a
huge range of choices, so you always have
to make a calculated risk in the timing of
when you transform and what you transform
to. There is a risk that you transform at the
wrong time, too early or too late, or you go
down the wrong route.”
Skanska’s Linda Colman wondered
whether “the industry as a whole
understands the value and the benefit of
the digital agenda, and whether they all
receive the level of investment that they
need to make, given the potential impact of
the technology.”Res
earc
h ov
ervi
ewbelieve their organisation is over two years away from being digitally enabled
60%
Dig
ital
Rea
lity
6
One respondent said that their sector was
plagued by risk aversion: “Customers are
still holding on to legacy mindsets. Even if
we show them a hugely compelling business
case, there are still historic concerns about
the risks of adopting those digital models.”
Another of those surveyed confirmed this
reluctance to embrace new technologies,
saying: “Anything that has innovation, we
really don’t get involved in, so we are very
much adopting mainstream technologies
rather than trying cutting edge ones. The
challenge is that we feel our customers are
changing and demanding more and more
innovation or newer products.”
Despite these fears, most organisations
believe they are making progress, with
80% of respondents saying their digital
capabilities had improved in the past year.
Yet the digital landscape is changing so rapidly that it is hard for businesses to keep up:
“In my world, the major challenge is the
speed with which digital technologies are
transforming and improving on their own,”
My biggest concern is the risk of people becoming more disconnected from the environment around them. If everything is virtualised there is a loss of real world experience and people become more isolated from the physical world.
Anonymous
said one respondent to the survey.
While virtually all those questioned (97%)
said funding would be available for digital
investments, 60% thought it would take
over two years for their organisations to
become digitally enabled. That is a problem,
when, as Colman says, “There are so many
systems and software packages out there.
Understanding what the right thing is for us
when you have got no commonality and no
one go-to place is a real challenge.
“There are a lot of start-up companies
developing really clever things, all of which
will help. So, the biggest challenge is fighting
your way through that massive technology
development and deciding where you are
going to invest your money and what you
are going to adopt, and understanding how
it will really work in practice.”
Dig
ital
Rea
lity
7
is automation that makes everything safe, so
we don’t have to put people in hazardous
environments underground, at height and in
confined spaces.”
Anecdotally, the biggest risk raised by
the shift to digital ways of working lies in
the resilience and security of systems. Many
survey respondents expressed concerns
about the need to balance the personal
security of customers’ data against the value
that the data creates. “Security is the biggest
concern. Because everyone is talking about
openness, interconnectedness and so many
platforms and mediums,” one company said,
“the biggest concern will be to see how
secure we are, as one loophole can bring the
entire system down. No matter how secure
you are, people will find ways to crack your
system.”
There are also fears about people
being left behind by the digital revolution.
“My biggest concern is the risk of people
becoming more disconnected from the
environment around them,” explained
one of those surveyed. “If everything is
virtualised, there is a loss of real world
experience and people become more
isolated from the physical world.”
However, one respondent highlighted
However, said one respondent, there
are real fears that “the rapid pace of
change in some of these markets means
there is a chance you place a bet on the
wrong technology or the wrong digital
process. Hence, we require people to
come and help guide us to the right and
appropriate answer.”
TechUK’s Hide adds, “The process of
upgrading and changing technologies can be
both complex and disruptive, and therefore
more expensive, so we find changing to a
new system to be very challenging.”
When asked which technologies
would be the most disruptive, 29% of
survey respondents pointed to big data
and analytics, 25% highlighted artificial
intelligence, and 13% said the Internet
of Things.
“A lot of industries, including ours, will
be heavily disrupted and in the end, it will all
come down to productivity and costs,” said
one construction and infrastructure firm.
“Automation will provide the next business
case with new technologies in the future.
That will potentially put a lot of people out
of work very quickly and that is not what we
are looking to do.”
But they added, “The biggest opportunity
how high the stakes are in the digital
transformation: “I think simply the challenge
is ‘change or die.’ If you are not prepared to
investigate, exploit and deploy the digital
capabilities in your business, you will lose
business. You will lose customers, you will
lose market share and you will lose economic
prosperity. Because the customers have that
choice, the capabilities are available and if
you don’t offer them, your competitor will.”
What technologies are going to be the most disruptive?
I genuinely believe we are on the cusp of a massive transformation and I’m not sure if we are ready for it, but it’s coming and it will be a reality everyone needs to prepare for.
Pete Mellish,Chief Technology Officer, Manufacturing, Utilities & Services, Microsoft
29%Big data
and analytics25%
ArtificialIntelligence 13%
Internetof Things
Dig
ital
Rea
lity
8
Digital innovation and agile working
Bus
ines
s tr
ansf
orm
atio
n
There is great excitement across industries
about the impact that digital technology
will have on business operations. However,
there is less clarity about exactly what the
digital revolution will mean for the way
companies do business.
While it is clear that embracing digital
will be a prerequisite for success in years
to come, “what being a digital business
means is multi-faceted”, says Ben Kirk,
a Director of Business Development in
Atkins’s Infrastructure division. “There is a
heavy dose of technology, obviously, but
there is also a lot of disruption.”
Some of the signs of the digital
revolution are obvious, he adds, “such
as the greater availability of smart
mobile devices and data, but it is also
manifesting itself in the tools used to help
organisations become more efficient.”
The less obvious side of this revolution
is the need for businesses to evolve
in order to get the most from the
technology on offer. Organisations cannot
simply bring new technology into an
existing business and expect it to change
everything for the better.
The business itself needs to adapt in a variety of ways to get the most from technology, and, more importantly, to achieve even more successful commercial outcomes.
So while organisations are waking
up to the fact that the advent of digital
opens up new opportunities, they either
don’t know where to start or they don’t
know how to progress, says Phil Gruber,
Atkins’ Global Leader for Digital Asset
Management. “Many companies have spent a
lot of time and money on this and the results
have been mixed,” he adds.
If we look at the technology, there are a
number of clear issues with which companies
are dealing. Information is regularly held in
a variety of formats, says Kirk: “Companies
often have a patchy mix of tools, ranging from
a software programme to spreadsheets to
documents gathering dust in a filing cabinet.
The Holy Grail is to get to a situation where
all the data is in one place and the person
responsible can access and use the data to
achieve more efficient outcomes.”
Companies are, however, harnessing
digital in more creative ways; for example,
utilities are not only using outage
management systems to monitor when
the power goes off, but social media too –
often comments on Twitter can be the first
indication of a problem.
The availability of data and the ability to
marshal it has also enabled the rise of new
businesses such as Uber and Airbnb, which
unlock previously untapped personal assets
of transport and accommodation. Aerospace
engine manufacturer Rolls Royce has for years
operated with a business model that sells the
service of “thrust” rather than selling engines.
This model of offering products as a service
has spread to sectors across the economy,
from lighting to jeans to medical scanners.
But such models only work because of
the digital infrastructure behind them, points
out Gruber: “If you didn’t have this real-
time information about assets, ‘as-a-service’
models wouldn’t work.” So, despite the
Dig
ital
Rea
lity
9
Has your company’s digital capability improved or weakened over the past year compared to peers?
The winners will be the companies that embrace digital change fully and wholeheartedly and use it to maximise their productivity.
Anonymous
proliferation of data that is now available
thanks to the Internet of Things and a
plethora of sensors, “most companies are
still grappling with the basics – what do
I have, what condition is it in and what
maintenance does it need?” says Gruber.
And the reality is that even if
organisations have a reasonable
knowledge of what technology they
have and how it can help them manage
their assets, many of them are only just
appreciating that business transformation
is not only about the technology. David
Strange, a Client Director in Atkins’
Aerospace, Defence, Security & Intelligence
division, says, “To take advantage of
the technology, you have to build the
organisational capability to respond to
what it can do. It is as much about culture
and behavioural change as it is about
process change.”
Gruber adds, “The technology is
usually the easy part – it’s getting people
to change the way they work that is much
harder.”
More agile ways of working are
transforming the way businesses work, as
top-down management is replaced by more
self-managing teams, with individuals given
much more responsibility to make their own
decisions and to react to developments as
they occur. “Employees are becoming more
demanding in this regard as well. They want
to be more empowered,” Strange says.
“Senior managers need to be comfortable
giving people more responsibility.”
Agile working also helps deliver
products more quickly, through initiatives
such as two-week planning sprints.
However, Strange stresses that while by
nature these are about not planning too
far in advance, it is absolutely not the
case that there is no need to plan. Indeed,
such short-term timelines create more
accountability by increasing the frequency
of oversight. “The same amount of rigour
is needed and you need to retain an
overarching framework,” Strange adds.
3%Weakened
Stayedthe same
17%
Improvedconsiderably
17%
Improved
63%
Dig
ital
Rea
lity
10
believe their digital capability has improved compared to peers88%l
“The trick is to enable more
empowerment and flexibility without
losing a clear vision of what you are trying
to achieve.”
Further, digital advances create
opportunities for greater innovation by
making it possible to try something in
a “fail fast” culture and, if it doesn’t
work, move on without incurring massive
costs. It also increases collaboration,
breaks down silos between different
departments and between customers
and suppliers, and increases the
opportunities for new ideas and new
ways of working.
But companies need to act fast to
take advantage of this dividend, and they
need to pick advisors carefully, ensuring
that they understand their company
and sector as well as the companies do
themselves, while also having a grasp of
the technological issues. “We are moving
from acting on demand to telling people:
‘we can help you in ways you have never
even thought about, to do things you have
never even thought about,’” Gruber says.
“The opportunities are out there,” he
adds. “The assets are talking to us, but
are we listening?”
Transformation needs to be done with a proper change programme, led by business leaders and not IT departments to ensure it is embedded in the business, not seen as something being done to the business.
Anonymous
Dig
ital
Rea
lity
11
Pace
of c
hang
e in
tec
hnol
ogy
Our world is changing faster than ever
before, with technologies emerging that
have the potential to revolutionise the way
we live and work together.
However, there is a danger that
technology advances so quickly that there
is a disconnect with the people that it
was designed for, says Caroline Paradise,
Head of Design Research at Atkins: “It’s
important to remember the human aspect of
design – how the user fits into this changing
world and how they engage with and use
the technology. As consumers of the built
environment and infrastructure, people are
central to this.”
All this new technology has to fit in
with existing infrastructure, she adds. “We
need to think about how new technology
interfaces with the world we currently live in
as well as a future state.”
To this end, Atkins has just taken on a
cyborg ethnographer, to study and explain
to clients the relationship between humans
and machines. “We hope to reinforce the
importance of the relationship between
humans and assets,” says Nathan Marsh,
Atkins’ UK & Europe Director for Intelligent
Mobility.
“I worry that people are building
the most advanced technology and
not dedicating enough time to really
understanding the human-related
implications of robotics and automation,”
he adds. “Human acceptance of next-
generation technology is key.”
The wider consequences of individual
technological developments are not always
thought through, he adds: “Autonomous
vehicles are really, really smart, but that
is just the tip of the iceberg. When entire
vehicle fleets are autonomous, it could
challenge the need for all sorts of things
we accept as normal, such as bus stops, car
parks, personal insurance, or even driving
lessons.”
The factors that may limit the spread of
technology are not always obvious, either.
“The big challenge for autonomous vehicles
might not just be in the technology – it
will be whether we have enough fast and
reliable Wi-Fi connectivity to keep vehicle
networks running and safe,” says Marsh.
“Also, will we have enough server space?
One state-of-the-art autonomous car
running for 15 minutes generates as much
data as the Large Hadron Collider, and we
need to model in what 100,000–200,000
of these vehicles will need, and generate,
to keep us confident that we are ready for
them. Server space and Wi-Fi are not going
to make headlines, but they’re absolutely
crucial parts of technology acceptance.”
Despite these potential barriers, digital
is offering clear benefits when it comes
to asset management, by combining with
other technologies to improve the way we
design, build, operate and maintain physical
assets. For example, components that need
replacing can now be 3D printed directly
from a 3D digital model, and we can create
a “digital twin” of an aircraft that acts both
as a blueprint for the particular type of plane
and a record of the life of an individual
aircraft, and that tracks any modifications
over the duration of its operational life.
“We can monitor the performance of
an entire fleet, manage the maintenance
schedule much better, predict how
damaging each flight is and know the status
of an aircraft without having to inspect it
manually. This means we can manage its
performance much better,” says Andrew
Munday, Head of Advanced Engineering
The relationship between humans and machines
Dig
ital
Rea
lity
12
How long before your organisation becomes digitally enabled?
at Atkins’ Aerospace, Defence, Security &
Technology division. “Ultimately, it enables
you to make much quicker and better
decisions about the management of assets.”
The pace of change has been so rapid
in part because “the advance in processing
power is happening at almost breakneck
speed,” says Marsh. This opens up new
possibilities; for example, the use of
artificial intelligence to rapidly make precise
judgements that previously would have
taken much longer, or would have required a
certain amount of guesswork.
Other technologies and techniques
allow engineers to approach product design
in a completely different way. Topology
optimisation, for example, inputs the
parameters and constraints of a product
into a programme that then comes up with
the most efficient design, rather than the
previous method of looking at what the
product needed to do and coming up with a
best guess of what it should look like.
This method has been enhanced by new
design freedoms created by the advent
of 3D printing or additive manufacturing.
Because the process starts with nothing and
prints products layer-by-layer, it is possible
to create shapes that are not possible
when using the traditional technique of
taking a lump of metal (or plastic or other
material) and taking bits away. For example,
components can be made that are mostly
hollow, and therefore much lighter but still
as strong as their solid predecessors.
The development of new advanced
composite materials is reducing the weight
and increasing the life of components.
Further, because composites are created
layer-by-layer, sensors can be embedded
within them for through-life monitoring. In
the future, substances such as graphene,
which is conductive, could in some cases
remove the need for separate sensors
altogether. Then there are the changes in the
energy sector, which is moving from a fossil
fuel-powered world towards greater use
of electrical power and renewable energy,
as well as a shift to greater autonomy in
vehicles. These trends are complementary
– it is much easier to make an autonomous
electric vehicle than one powered by
internal combustion. “Electric propulsion is
much more suited to the digital age,” says
Munday. And even when vehicles are not
being propelled by electricity, it is still playing
a greater role – in aircraft, for example,
where electric systems are replacing many
hydraulic, mechanical and air systems.
All these technological developments
have changed what is possible more quickly
than regulators, designers, engineers,
individual companies and in some cases
entire industries can keep up with. “We
operate in industries that are quite heavily
regulated,” explains Munday. “It is
regulations and people’s mindsets that are
holding up the pace of change, not
the technology.”
Sometimes there is a lack of confidence
about adopting new technology, and
designers steeped in a particular way of
thinking struggle to adapt to the new
possibilities. Using additive manufacturing as
an example, Munday adds “It can be difficult
when you have spent your entire working life
believe that technology is important in fostering customer relationships93%l
0-1 years
10%
1-2 years
17%
Up to 5 years
37%
Over 5 years
23%
Our organisationis already
digitally enabled
13%
Dig
ital
Rea
lity
13
designing from the outside in to suddenly
change to designing from the inside out.
Then there is the risk for companies,
particularly large corporations, that are so
invested in a particular technology that they
cannot move on. A wide range of sectors,
face the danger that they end up competing
with the wrong people – car makers may
focus on their rivalry with other vehicle
manufacturers, while their new rivals could
actually be Google, Uber and Apple.
The same risks apply to knowledge-based
companies such as Atkins, whose main asset
is their expertise.
Here, there is a risk that progress will
be held back by a skills gap, which we
explore in the next chapter of the report,
but equally this is an opportunity for
Atkins to leverage the fact that it can offer
both engineering and IT expertise in a way
that is closely aligned. And while many
lower-skilled tasks may become redundant,
the need for high-end skills and analysis
will only grow.
The advent of digitalisation has created
an extremely powerful set of tools that
engineers can access, but they are still trying
to achieve the same things, Munday says:
“It’s all about the outcome, about solving
problems. Digital just allows us to do it
better, and more quickly.”
Concepts such as the digital twin have
even created a new asset class for investors,
says Marsh: “Conventional infrastructure is
a very established and pretty secure asset
class. Digital infrastructure, particularly
digital twins of transport infrastructure,
is a new asset class, and as yet unproven
and unrated at scale. Whilst they have
completely different risk profiles, both have
a value to users and investors. Thinking
ahead, I think they are different sides of the
same (bit)coin.”
How likely is it that your company will make funding available for digital investments in the future?
are likely to make funding available for digital investments97%l
3%Unlikely
20%Likely
77%Highly likely
The biggest challenge is that the technologies are changing so fast that by the time you implement one, the next one is already there.
Anton Koekemoer,Director at Boogertman and Partners Architects
The rate of change is just limited by people’s imaginations, budgets and their ability to adapt and embrace new technologies.
Pete Mellish, Chief Technology Officer, Manufacturing, Utilities & Services, Microsoft
Dig
ital
Rea
lity
14
How are people or various generations of the workforce able to adapt to the digital transformation? How do we make sure we do not leave people on the road? My biggest fear is we are creating two worlds: the digitally connected new generation and the rest. How do we lessen the gap? How do we embrace everybody?
Fabrice Dreneau, Director, Customer Success EMEA & APAC, World Wide Sales & Services, Autodesk
Dig
ital
Rea
lity
15
Dig
ital
Rea
lity
16
Technologies in playPlenty is said about the technologies of the future, but which technologies have organisations already invested in?
53%
43%
40%
33%
33%
30%
40%
23%
23%
17%
23%
13%
13%
3%
13%
57%3D printing including industrial 3Dprinting/additive manufacturing
Self-driving technology/connectedand autonomous vehicles
Drones/Unmanned aerial vehicles (UAVs)
Artificial Intelligence (AI)
Robotics/Automation
Infrastructure as a service
Internet of Things (IoT)
Biometrics/Identity management
Software as a service (SaaS)
Augmented reality (AR)/Virtual reality (VR)
3D and 4D modelling
Enterprise resource planning (ERP)
Electronic payments/settlement
Enterprise Service management (ESM)
Big data/analytics
Mobile computing
What technologies are currently being used?
Dig
ital
Rea
lity
17
The latest camera, drones and screening data allows us to connect the community better without the need to disrupt workers. The biggest opportunity is automation that makes everything safe, so we don’t have to put people in hazardous environments, underground, up at height and in confined spaces.
Anonymous
The thought of an amoral spectrum of AI’s that are able to converse with one another without our ability to understand or interpret them could potentially be disastrous for human civilisation. However, the power and capabilities that they can bring are incredibly positive, as long as we do it in the right way and instill ethics within their core.
Pete Mellish, Chief Technology Officer, Manufacturing, Utilities & Services, Microsoft
53%
43%
40%
33%
33%
30%
40%
23%
23%
17%
23%
13%
13%
3%
13%
57%3D printing including industrial 3Dprinting/additive manufacturing
Self-driving technology/connectedand autonomous vehicles
Drones/Unmanned aerial vehicles (UAVs)
Artificial Intelligence (AI)
Robotics/Automation
Infrastructure as a service
Internet of Things (IoT)
Biometrics/Identity management
Software as a service (SaaS)
Augmented reality (AR)/Virtual reality (VR)
3D and 4D modelling
Enterprise resource planning (ERP)
Electronic payments/settlement
Enterprise Service management (ESM)
Big data/analytics
Mobile computing
Dig
ital
Rea
lity
18
Many of those surveyed face specific challenges in understanding how to use technology to better manage their assets, realise efficiencies and minimise waste. So how can organisations extract value from the digital revolution and change the way they do business? Digital Asset Management has a key role to play.
It involves the use of data and technology to reduce costs, control risks and improve whole life asset performance. There are four key dynamics that create opportunities for infrastructure organisations.
1. The information gap between the design/construction of assets and the maintenance/operations of assets is closing.
Driven by data standards, BIM, and software applications used in different phases of the asset life-cycle, the disconnect between information in pre-construction and post-construction is evaporating. Over the life of the asset, most owners spend only 20% on design and construction and 80% on operations and maintenance. However, historically the information developed during design and construction was not fully utilised to optimise the maintenance and operation of assets. This is changing, and will drive significant efficiencies in managing assets, as well as informing future design.
2. The rise of the Internet of Things and Artificial Intelligence will drive significant efficiencies in the maintenance and operation of physical assets, as well as opportunities for new business models.
The proliferation of data available from sensors, mobile devices and other sources is growing exponentially, is readily accessible via the Internet of Things, and is made intelligible and useful through advances in Artificial Intelligence. Mining intelligence from new data sources can improve performance and reduce costs and risks associated with operating and maintaining assets. The availability of this data can also be used to drive new value from assets. Common examples are Uber and Airbnb, both of which drive additional value from common assets (cars and homes) using new business models.
3. Most asset owners are still grappling with the basics such as what assets they actually have and the condition they are in.
Optimised business processes, supported by an Enterprise Asset Management system, are essential to drive value from new technologies or to fully leverage information available from design and construction. In addition, the right processes supported by a functional system will help drive cost efficiencies and performance outputs. Asset owners can then easily identify which assets they have and their condition, allowing prioritisation of investment in maintenance, when it happens and who will do it.
4. Asset owners are under immense pressure to increase asset performance and reduce asset investment. They are increasingly looking to decision support tools to help optimise investment decisions.
The cost of operating and maintaining infrastructure often far exceeds available funding. Therefore, owners need a mechanism to make trade-off decisions about where they invest and to justify the need for additional funds. Big data and analytics capabilities now enable organisations to use decision support tools and trade-off analysis to see where they can optimise returns.
Extracting valuefrom assets
Extracting valuefrom assets
Dig
ital
Rea
lity
19
People and skills gap
The shift to digital is a boon for industry,
creating a host of new opportunities and
efficiencies, but it is also creating a demand
for new skills at a time when businesses
already face considerable skills gaps.
While many of these are the obvious
technology-based skills that you would
expect, others are skills that are ”softer” and
less evident.
Among the technology trends that are
gaining traction in infrastructure are big
data, the spread of the Industrial Internet of
Things, and advanced predictive analytics.
The sector is also having to get to grips with
the increasing automation of processes
and developments, such as the use of
drones, satellites and other tools for remote
surveying and monitoring.
Keeping up with these and other
developments is vital, says Sharron Pamplin,
Atkins’ UK & Europe Human Resources (HR)
Director: “We have an internal mantra at
Atkins – ‘Don’t wait to be disrupted’. We are
doing a lot of thinking about what the future
will look like and what that will mean for our
people and our business.”
Atkins now finds itself working more
closely with customers, co-creating and
developing new solutions using techniques
such as hackathons, lock-downs, and 100-
day sprints. “We are learning together with
our customers,” Pamplin says.
As a result, the way the firm looks at HR
has changed, she adds. “We’re now doing
HR from the outside in, focusing on the value
HR work creates not only for those inside the
organisation but customers, investors, and
others outside the organisation.”
This shift demands a change in culture in
a range of areas, not least in getting used to
new business models. Whereas in the past, it
was all about time on the job and materials
used, “Now we are thinking about end-
customer value and ways to use ‘risk and
reward’ profit sharing,” Pamplin explains.
This can require new ways of collaborating,
not just with clients but also with those clients’
other suppliers. “It’s a huge cultural change
because we are reliant on other organisations
for our success. Our success or failure is
completely aligned with the end product that
we all produce together.”
Another cultural shift that will be
required in the new digital reality is a change
in the relationship with data. Anne Kemp, a
Technical Director in Atkins’ Infrastructure
division, says that everyone must now take
ownership of data, rather than it being solely
the responsibility of the “techies.” “There
has been a lot of focus on the drudgery of
data rather than on its value, and the fact
is that we need to treat it right so that we
can extract from it the information that
What digital means to people and culture
is useful,” she says. “Everyone needs to
appreciate data and how valuable it can be.”
Part of this is about democratising
data by making it available to everyone.
“Knowledge shared is power,” Pamplin
says, but Kemp adds that there must be a
balance between this openness and having
safeguards in place to ensure that people
use the data appropriately and securely
while also complying with all the relevant
rules and regulations.
Employees also need to know the
importance of using the right procedures
to ensure that data is accurate and reliable.
Concepts such as digital twins and 3D
representations of buildings are very
powerful, but thought needs to be given
to the issues that arise from moving from
presenting data in 2D to doing so in 3D. “Is
there a danger of misinterpreting an image
or, by contrast, trusting an image too much,
rather than employing the fundamentals of
your training?” Kemp asks. “We need to be
clear about what is happening with technical
assurance, what needs to be scrutinised,
verified and agreed upon. With things like
digital twins, we need to be clear who is
responsible for keeping them up to date.
If they are not accurate, the consequences
could be really serious.”
How important is technology to fostering strong customer relationships?
70%Extremelyimportant
23%Important
3%Unsure
3%Unimportant
Dig
ital
Rea
lity
20
How long before these disruptive technologies come into force?
HR is really changing in regards to the recruitment of new people and the types of digital skills each employee will need to have when joining a company.
Priscilla Oluga, Senior Architect, Symbion Consulting Group
1 yr 2-3 yrs 4-5 yrs 6-10 yrs
43%
13%
23%20%
43%D
igit
al R
ealit
y21
The technology that is available is
generally ahead of people’s current
skill levels, she adds, particularly when
it comes to collaboration. The key to
successful collaboration is trust, and
this can be problematic when people
are approaching projects with differing
objectives, skillsets and expectations.
“Providing a framework which allows a
wider perspective to take account of these
differences allows us to find a way into
the problem, and to start to develop a
common language,” Kemp says.
The need to consider these issues is
leading to a fundamental reappraisal of the
skills and people that companies need,
and even of the nature of work.
Firms need to ask what digital will mean to their staffing strategies
– will they need more or fewer people?
What new skills and specialist knowledge
will be needed, what processes and systems
and what attitudes, behaviours and ways of
working?
Once these requirements have been
identified, you need to work out where you
are going to get these skills and capabilities
and what the balance is between hiring
them in and developing them in-house. This
includes identifying those individuals that
will be your “critical value generators” and
Dig
ital
Rea
lity
22
nurturing and developing them.
But there is also a need, having identified
skills shortages, to look at “cross-skilling”
to update the skills of those long-serving
employees who are in danger of being left
behind by technological advances.
Companies also need to widen the talent
pool, not just in terms of gender and race
but also in terms of skills. The advent of
virtual and augmented reality is going to
mean that gaming skills, for example, will be
much in demand.
“We recognise that digital is the future
of work,” says Pamplin. “We need everyone
because there is a skills shortage and a people
shortage. And diversity leads to a more
innovative, customer-focused organisation.”
Yet it is equally important to ensure that
we are the masters of technology rather
than the other way around. “Often in our
relationship with technology, when it first
emerges, the technology starts out as the
parent and we act as the child. We need to
have an adult-to-adult relationship with it, to
ensure that we are using technology to help
with the task in hand rather than for its own
sake,” Kemp says.
Technology and digital channels supplement and improve human interaction as opposed to replacing it.
Kevin Ives,Digital Transformation Director, Arriva Trains
Dig
ital
Rea
lity
23
The IT and digitalisation isn’t the point of managing the transition between old and new technology, the point is to make things more efficient, easier and to allow customers and people to focus on the real issues rather than focusing on processes and systems.
Anonymous
The amount of data that we can derive, create and use about our customer or constituent is way beyond what we used to have – and growing. Effectively, we know where our customers are, we know their sentiment, we know their habits, and we often have great insight about their requirements. So, we can push out personalised service capabilities and offers in quite a proactive way before the customer has made a decision, thus influence the outcomes.
Jim White, Industry Director – Public Sector – EMEA North, SAP
More than a decade ago, UK mathematician
Clive Humby coined the phrase, “Data is the
new oil,” adding that, “It’s valuable, but
if unrefined it cannot really be used. It has
to be changed into gas, plastic, chemicals,
etc, to create a valuable entity that drives
profitable activity; so must data be broken
down, analysed for it to have value.”
Businesses are becoming increasingly
aware that they have a powerful new raw
material at their fingertips, but they remain
unsure exactly how to extract the value
from it. “The age of big data is upon us,
and it is upon our clients,” says Dr Navil
Shetty, an Atkins Fellow and a Leader
in Digital Asset Management in Atkins’
Aerospace, Defence, Security & Technology
division. “It is something that has only really
developed in the last few years. Our clients
are aware that they have this data, and
some are on a journey to understanding
how they can use it. However, only a few
have put in place systems to capture and
analyse that data systematically and derive
actionable insights.”
More than 20 billion devices are set
to be connected to the internet by 2020,
not just computers and phones, but
everything from household appliances and
heating systems to shipping containers
and railway signals. They are creating
exobytes – millions of terabytes – of new
data every year. This data ranges from
information on how assets are performing
to environmental data such as temperature
and air quality, along with mobile data
that can tell you how customers are using
an asset, and social media data that can
provide a valuable insight into customer
sentiment. New sources of data, such
as drones, autonomous vehicles and
augmented or virtual reality devices, are
appearing all the time.
Extracting value
Intelligent use of big data
Dig
ital
Rea
lity
24
It is not just the amount of data that is
an issue, but its complexity. “Big data can
be defined as exceptionally large amounts of
data that cannot be analysed by traditional
data management systems,” says Shetty.
As a result of the development of the
Internet of Things, virtually everything that
is now made – from bridges to Fitbits –
has sensors in it, that can capture data. In
addition, the cost of storing data has fallen
significantly.
While companies are increasingly
aware that they have data available, and
that it can help inform decisions, many
are struggling to know how to use it, says
Atkins Senior Project Manager Dave Kelly.
When working with clients that are
generating large amounts of often complex
data, “you need people with specialised
skillsets to help them make good business
decisions,” he adds.
With the right help, the accumulation
of all this information means that
organisations not only have greater visibility
on how their assets are performing,
they also have an ongoing record of
performance. Increasingly sophisticated
algorithms can then predict how they
will behave in future and when certain
components will need replacing.
This predictive maintenance translates
into tangible benefits for customers – on
the railways, for example, signal failures
cause huge delays, infuriate passengers
and cost rail companies millions of pounds.
Being able to maintain and repair signals
before they fail improves the passenger
experience while enabling organisations
to concentrate their resources to be more
efficient. There are similar benefits for all
sorts of major infrastructure assets, from
baggage handling at airports to traffic
management on motorways and offshore
wind farms.
Dig
ital
Rea
lity
25
Using big data intelligently allows
firms to interpret, analyse and learn from
the prior performance of their assets
in a way that enables them to improve
their decision-making and plan better
management of assets and systems in
future through Digital Asset Management
systems. However, data management skills
are not enough. To get the most out of the
data companies are generating, they need
to marry this with deep industry knowledge
as well.
“Ultimately,” says Shetty, “it will
allow us to design better products and
infrastructure projects. That’s the real prize
we’re looking for. It’s very, very powerful.”
Digital Asset Management of any critical infrastructure can lead to savings of up to 30% in maintenance and operation costs, Shetty says.
Yet not all assets are currently
monitored, and where they are, it is
not always the right data that is being
monitored. To get the most out of your
assets, you need to understand both what
data you are currently collecting and what
data you need in order to improve your
ability to make decisions.
Initiatives such as Digital Railway, Digital
Built Britain and Smart Cities UK show that
the concept of Digital Asset Management
is starting to gain traction. And as sector-
wide schemes, they illustrate the benefits
that can come from widening out the scope
of analysis from individual assets to entire
industries or cities.
As Kelly says: “The whole purpose of
gathering data is to turn it into something
useful – to transform it from data into
information that can be acted upon to
make strategic decisions.”
Dig
ital
Rea
lity
26
Resilience and security
Cyber terrorism is our biggest concern. If we have a huge data cut and we cannot get access to connectivity for a period of time we may lose business, that’s how serious it is.
Anonymous
While the new digital reality has created
enormous opportunities, it has also brought
new threats and risks, and it is vital that
systems, networks and services are resilient
and secure. Despite an increasing number of
high-profile incidents, many companies have
still not woken up to the risks that technology
can pose. “If you think the Fourth Industrial
Revolution is something you can avoid, then
history is against you,” says Ian Buffey, a
Cyber Leader at Atkins. “It’s going to happen.
The question is: how do we allow it to
happen in a way that is safe?”
Devices, systems and networks are
becoming more interconnected, even though
many were not designed for that degree
of interconnectivity. New computer-based
“cyber physical” systems that operate physical
infrastructure and/or machinery can make
assets more vulnerable. “The new digital
reality is a highly connected world, and with
that comes multiple attack threats,” says
Mark Fielding-Smith, Digital Rail Director at
Atkins. He continues, “Across critical national
infrastructure such as railways and air traffic
control, we are enabling the change from
analogue, decentralised control systems to
more digital approaches, with safety-critical
systems increasingly connected to non-critical
systems.”
As systems become more complex,
it becomes more difficult to assure that
all safety and security aspects have been
addressed, and to demonstrate that a system
or service is safe and secure from outside
attack, adds Ian Glazebrook, one of Atkins’
specialists in Safety Critical Software Systems.
And while an attack on a physical asset
is often visible, for example from a denial
of service perspective, software attacks are
much harder to detect and mitigate. “Often
you don’t know of an intrusion until the
system fails, and even then, the system tends
not to show what has caused the software
failure,” says Glazebrook.
But failure creates clear safety,
environmental and business risks, with
consequential impacts on companies’
reputations, and ultimately their bottom
lines. As the dangers of digital disruptions
grow and become clearer, regulators and
lawmakers have started to take note. Just
as the European Union’s General Data
Protection Regulation will punish companies
that lose customers’ personal data when it
comes into force in 2018, the EU’s Network
and Information Systems Directive (NISD)
addresses outages caused by delivery service
failures in critical national infrastructure.
NISD is not the first legislation-backed
attempt to address the risk to critical national
infrastructure posed by cyber-attacks.
The North American Electric Reliability
Corporation (NERC) Critical Infrastructure
Protection (CIP) regulations are backed by
fines of up to $1 million per violation, per
day. NERC-CIP applies to assets of specified
criticality in the US and Canadian Bulk
Electricity System. The NERC-CIP regulations
have been through a number of iterations,
and there are lessons to be learned from their
growing pains. Unlike NISD, NERC-CIP allows
penalties to be levied for non-compliance
with the regulations, regardless of whether
an incident has occurred, which has led to
criticism that the industry needs to spend
significant money on compliance (and
evidencing that compliance) – money which
would be better spent on improving security.
The concept of resilience is not new, of
course, and to a certain extent, building
robust digital systems is just another element
of resilience. However, one aspect that
companies could better manage and control
is protection from malicious attack.
“There have been some spectacular
examples of cyber attacks recently,” Buffey
says. “Those against a Ukrainian power
system are probably the most high-profile.”
While it has been widely assumed that Russia
was behind the attack, there is no publicly
available evidence that this is the case.
“That is one feature of cyber attacks –
attribution is very difficult. There are justified
fears about cyber warfare and attacks on
critical infrastructure. The fact is that we are
The dangers of digital disruptions
Dig
ital
Rea
lity
27
likely to see more like the Ukraine attacks,
which are almost like an alternative to
economic sanctions,” he adds.
Before the Ukraine attacks, there was a
widespread assumption that not only were
such attacks not possible, but also that no
one would want to perpetrate them.
The WannaCry attack earlier this year,
which caused severe disruption to the
UK’s National Health Service, Germany’s
rail network, FedEx and a host of others,
attacking more than 300,000 computers in
150 countries, highlighted the number of
organisations with computers that run out-
of-date software or fail to fix vulnerabilities
in their systems. It is not just hospitals that
are vulnerable – a lot of critical infrastructure
has old computer systems, because they
were built to last at a time when today’s
digital connectivity had not been considered.
The same goes for military installations and
equipment, much of which has been in
service for decades.
The key to making national and private infrastructure and networks more secure is to take security concerns into account right from the start.
If security resilience is designed in from
the beginning, it is much cheaper and easier
– retrofitting is always more expensive and
problematic.
“To a certain extent, the technology can
be the easy part. We know most of the things
that we need to do and putting the right
measures in place can make a big difference,”
Buffey says. “But maintaining it afterwards
can be difficult, because cyber awareness is
still not always embedded in business culture.
There is a real need to change perceptions so
that organisations treat it with the importance
that it deserves.”
In this regard, your workforce is both your
greatest asset and your biggest risk. They can
highlight when something has gone wrong,
but they can also introduce vulnerabilities.
While many products on the market claim
to help to improve cyber security, technology
on its own is not enough. “We prefer to have
a long-term relationship with a client, because
quick fixes don’t really achieve anything,” says
Buffey.
However, for companies offering advice in
this area, it can be hard to make the case for
action. Buffey says, “You are telling people:
‘this is something that you’ve never had to
Dig
ital
Rea
lity
28
My main concern is how industry and the supply chain join up in cybersecurity threats, because most governance and structures are designed within individual organisations.
Kevin Ives,Digital Transformation Director, Arriva Trains
say digital capabilities are ‘enhanced’ or ‘optimised’53%l
worry about before, but now you do and you’ll
never be finished.’ It is not an attractive sell.
“The fact is, though, that the idea that
you will completely prevent attacks has gone.
Everyone accepts that. You have to plan for
the day when you do get attacked.”
One looming danger is the growing
complexity of the digital landscape. With
some artificial intelligence programmes
acting in ways that their creators do not fully
understand, and the increasing integration
between parts of the economy that have
previously been unconnected at the network
level, the risks abound.
“It used to be that even for a complex
project, one person would be able to
understand the potential cyber risk,” Buffey
says. “Now, when everything is all linked
together, no one person can grasp the
whole thing. The integration of different
systems and the relationship between them is
Where does your company sit on the digital transformation maturity spectrum?
Enhanced Enabled Exploratory Optimised
36% 27% 20% 17%
something that most organisations have not
yet got their heads around.”
“Big infrastructure projects and services
are vulnerable to attack due their size and
complexity, and because their systems are so
widely distributed, with multiple connections
resulting in a host of potential access points,”
Glazebrook says. To totally secure them
would be very costly and is often unrealistic.
Understanding that an attack will happen
therefore means we also need to ensure
systems and services are resilient to the
impact of an intrusion.
“It is in this area that we are likely to see
most innovation,” says Fielding-Smith. “A
lot of innovation will come in the process of
integrating new technology. The smart stuff
will be in how we bring it all together.”
The need for resilience is where the digital
revolution is most obviously limited. “The best
way to protect a system is to not connect it
to the network,” Fielding-Smith adds, but
this is no longer viable. “Failing that, critical
infrastructure needs to be simple, so it can be
tested to see if it performs as required under
all conditions.”
One useful tool is simulation, as Atkins
has discovered in its work on implementing
the European Railway Traffic Management
System in Denmark. “We found that as you
integrate the railway, drawing upon elements
from multiple suppliers, it is essential to
have a simulation lab where you can put it
all together,” says Fielding-Smith. “It can be
used to prove cyber security, and if you have
a simulation set up as a reference, as you
upgrade software you can continue to test for
security and probe vulnerabilities offline.”
Dig
ital
Rea
lity
29
Conclusion
The Fourth Industrial Revolution
This report is called Digital Reality because
despite what many people think, digital is no
longer the technology of the future. It is here
now and changing the world in a multitude
of ways, some predictable and others
completely unforeseen.
The digital reality has also been
described as the Fourth Industrial
Revolution. Klaus Schwab, founder of the
World Economic Forum, is clear about the
importance of digitalisation. “We stand
on the brink of a technological revolution
that will fundamentally alter the way we
live, work, and relate to one another,” he
writes. “In its scale, scope, and complexity,
the transformation will be unlike anything
humankind has experienced before.”
“The speed of current breakthroughs
has no historical precedent,” he adds.
“When compared with previous industrial
revolutions, the Fourth is evolving at an
exponential rather than a linear pace.
Moreover, it is disrupting almost every
industry in every country. And the breadth
and depth of these changes herald the
transformation of entire systems of
production, management, and governance.”
Infrastructure is no exception. With
more than 20 billion devices set to be
connected to the Internet by 2020, many
businesses, while aware that there are huge
opportunities out there, don’t know exactly
where to start.
“Digital gives us the opportunity to do
the fundamentals of what we do now better,
and it also allows us to do new things that
people have not yet thought about,” says Phil
Gruber, Atkins’ Global Leader for Digital
Asset Management.
The first step is to harness all the
information your company is generating
and gain greater insight into your assets and
their condition. The next step, which is much
more difficult, is to use that data to work out
where you can make efficiencies or create
new products and services.
Getting the most out of digital requires far more than just buying a whole lot of technology and expecting it to work miracles.
However, coming up with a strategy
can be difficult when the pace of change
is so rapid in areas ranging from artificial
intelligence to 3D printing to autonomous
vehicles.
Your organisation will also need to
adapt, which will require new skills,
new ways of working and new ways of
managing. While specialist data skills will be
crucial, everyone in your organisation needs
to appreciate the value of data to the future
health of the enterprise.
One key aspect of digital working will
be an increase in collaboration, both within
and between different organisations. An
under-appreciated prerequisite for this
increased interaction and co-operation is
trust in digital technology and the data
that it generates. But as an increasing array
of sensors generates even more data that
cannot be analysed in traditional ways, we
need to find new methods to interrogate
and extract value from it. It also means
digital systems must be resilient and secure
in a world where data is increasingly the
target of attacks.
Do you know how long it will take
your organisation to embrace the Fourth
Industrial Revolution and become digitally
enabled? Atkins can help you on this
transformational journey. Please get in
touch with our report contributors and
subject matter experts to discuss
your challenges.
Dig
ital
Rea
lity
30
Report contributorsAndrew Munday
Head of Advanced Engineering, Aerospace, Defence, Security & Technology
Dr Anne Kemp
Technical Director, Infrastructure
Ben Kirk
Business Development Director, Infrastructure
Caroline Paradise
Head of Design Research, Infrastructure
David Kelly
Atkins Senior Project Manager
David Strange
Client Director, Aerospace, Defence, Security & Technology
Ian Buffey
Technical Director, Aerospace, Defence, Security & Technology
Ian Glazebrook
Lead Safety Consultant, Aerospace, Defence, Security & Technology
Mark Fielding-Smith
Digital Rail Director, Transportation
Nathan Marsh
UK & Europe Director for Intelligent Mobility, Transportation
Dr Navil Shetty
Technical Director, Aerospace, Defence, Security & Technology
Phil Gruber
Global Leader for Digital Asset Management
Sharron Pamplin
UK & Europe Human Resources (HR) Director
Daniel GrayReport Editor
www.atkinsglobal.com/DigitalReality